Unit 2.2 Ch 28 Organizing Process Orz Structure

8/13/2019 Unit 2.2 Ch 28 Organizing Process Orz Structure

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UNIT 2.5 ORGANIZING

CH 28

MAITRI 1

NO ONE CAN WHISTLE A

SYMPHONY.IT TAKES AN

ORCHESTRA TO PLAY IT.


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Session Objectives

CONCEPT

Organization Theories

Organizational Structure

Departmentation

Span of Control

Delegation of Authority

Authority & Responsibility

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Definitions of Organizing

L.A. Allen offered an holistic view on organizing

"Organizing is the process of identifying andgrouping the work to be performed, defining

and delegating responsibility and authority,

and establishing relationships for the purpose

of enabling people to work most effectively

together in accomplishing objectives."

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Haimann

Organizing is the process of the defining and

grouping the activities of the enterprise andestablishing the authority relationships among

them

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Koontz and ODonnell

organizing involves the establishment of aninternational structure of roles by identifyingand listing the activities required to achieve

purpose of an enterprise, the grouping ofthese activities , the assignment of such groupactivities to a manager, the delegation ofauthority to carry them out and provision for

co-ordination of authority and informationalrelationships horizontally and vertically in theorganization structure.

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Differentiation & Integration of

Activities

Differentiation is the process of dividing &

subdividing a unit of activity and authority &

segmenting it into identifiable sub-units.

Integration is the collaboration among various

sub-units & managers that is needed to

achieve a common purpose.

The more differentiated an organisation,the

more difficult it is to achieve integration.

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Importance of Organization Structure

Facilitates Administrations

Promotes Growth & diversification

Co-ordination Optimum use of Technological Innovations

Optimum use of HR

Stimulate Creative Thinking Training & Development

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ORGANIZATION CHARTS

It portrayers managerial positions &

relationships in a company.

Graphic means of showing data

Snap shot

Pictorial Representation

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Ana ys s o Determ nat on oStructure

Activities Analysis

Decision Analysis

Relations Analysis

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PRINCIPLES OF ORGANIZATION

Principle of Objective

Principle of Division of Work

Principle of Unity of Command Principle of Span of Control

Principle of Scalar Chain

Principle of Delegation Principle of Absoluteness of Responsibility

Principle of Parity of Authority &

Responsibility MAITRI 11


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SPAN OF CONTROL

Similarity of functions

Complexity of functions

Geographical Closeness of employees

Direction & Coordination

Capability of Subordinates

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FACTORS AFFECTING SPAN OF

CONTROL

Communication

Nature of Work

Capability of Supervisors Ability of Subordinates

Availability of Time

Degree of Decentralization Availability of Staff Assistance

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SPAN OF CONTROL

Similarity of functions

Complexity of functions

Geographical Closeness of employees

Direction & Coordination

Capability of Subordinates

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ORGANIZATIONAL FACTORS

An organization is a set of planned

relationships

between groups of related functions and

between physical factors and personnel

required for the performance of the functions.

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FACTORS AFFECTING SPAN OF

CONTROL

Communication

Nature of Work

Capability of Supervisors Ability of Subordinates

Availability of Time

Degree of Decentralization

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DELEGATION OF AUTHORITY

PROCESS OF DELEGATION

Assignment of Tasks

Delegation of decision making authority

Creation of Obligation

Creation of Accountability

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DELEGATION-Advantages

Quick Decisions

Strategic Planning & Policy Making

Motivational Factors

Training ground for executive ability

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CENTRALIZATION V


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CENTRALIZATION VsDECENTRALIZATION

Mission, goals and objectives

Size & Complexity

Location of Target Market

Levels of Management Competency

Creativity

Time Frame of Decisions

Adequacy of Communication System

Type of Tasks

Existence of Standing Plans

External Factors MAITRI 19


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DEPARTMENTATION

Specialization

Increased Efficiency

Responsibility Allocation Appraisal

Executive Training

Control

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DETERMINANTS OF ORGANISATION

STRUCTURE

Objectives & Strategy

Environment

Technology People

Size

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DEPARTMENTATAION

ADVANTAGES

Specialization

Increased Efficiency Fixation of Responsibility

Appraisal

Training of Executives Control

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DEPARTMENTATION-TYPES

Functional

Product

Customers Geographical

Project

Matrix Network

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FORMS OF ORGANIZATION BASED

ON AUTHORITY RELATIONSHIPS

Line Organization

Line & Staff Organization

Functional Organization

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ORGANIZATIONAL STRUCTURES

Functional Organization

Product/Market Organization

Matrix Organization

Formal/Informal

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Unit 2.2 Ch 28 Organizing Process Orz Structure

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